On-the-Job SHOWING Does Not Equal On-the-Job TRAINING

Informal, experience-based, on-the-job training accounts for
nearly three-quarters of all workplace learning. It’s used to help managers
master the technical dimensions of supervision as well as the fine art of
leadership. It’s deployed to enhance a pharmacy technician’s ability to deliver
appropriate medications and dosages to patients. It’s designed to improve the
skills of factory workers, sales professionals, and nearly everyone who
works. But
it doesn’t work… at least not nearly as well as it could.

The way most managers currently use on-the-job “training” is
little more than on-the-job “showing”. You demonstrate a skill, technique, or
approach – or perhaps another employees does this; then often everyone is
disappointed when the ‘learner’ hasn’t learned and doesn’t perform as expected.

The problem is that although a picture (or demonstration) is
worth a thousand words, it’s not enough to build a new skill, change behavior,
or transform performance. It’s important… no doubt about that. But (leveraging
the metaphor of a show or perhaps play) it’s only one element of a blockbuster
production. Managers must plan beyond the ‘show’ to also:

Set the scene

Cast the right
character(s)

Invite the audience on
stage

Review the performance

Demonstrating a new skill is only one element of a blockbuster production: @Julie_WG

Set the scene. Most on-the-job learning is ad hoc,
occurring organically on the spot. As a result, it
frequently lacks the context required for it to be optimally effective.
Work with employees to help them understand what the skill they’ll be learning
is all about, why it’s important, and under what circumstances it should be
used. Just a moment or two of framing helps the employee focus and appreciate
the benefit of internalizing the information and developing the new skill.

Cast the right
character(s). In many organizations,
delegation lacks much intention or deliberation. The manager turns around and
whoever happens to be in sight is ‘it’.
This doesn’t always lead to be best results. Learners should be selected with care, making
sure that they are well suited for the task, both able and willing to absorb
the new information or acquire the new skill. It’s also important to ensure
that what’s being taught is congruent with the individual’s role and goals.

Then, select the teacher with equal care. Simply because
someone is technically an expert does not mean that he or she will be able to
effectively communicate and coach others to do the same. Select someone who has
mastered the skill but also demonstrates excellent communication skills, is a
keen observer of behavior, and can offer effective and constructive feedback.

Invite the audience
on stage. Too many on-the-job trainers believe that the demonstration of
the skill, behavior, process or approach is the end. Instead,
it’s really the beginning. Genuine learning occurs when someone must do
something: talk to the customer; change out the wires; write the code;
re-merchandise the sales floor. As a result, it’s essential to establish the
conditions that allow learners to practice in a safe and supervised
environment. Getting them ‘on stage’ doing what’s just been demonstrated is
where the rubber meets the road… because practice ultimately supports
performance.

Review the
performance. For decades we’ve heard that ‘practice makes perfect’. But in
reality, Vince Lombardi got it right. “Only perfect practice makes perfect.”
Letting learners practice without supportive supervision undermines the
potential learning and can lead to the development of bad habits. Observing
people perform new skills and providing recognition, redirection, pointers, and
tips are
essential to the learning process…. and to building the confidence
employees need to perform well, become more self-reliant, and approach future
learning with greater self-assurance and enthusiasm.

So, the next time you have an opportunity to offer some
on-the-job training, think beyond the mere ‘show’. You can anticipate improved
results… and a standing ovation.

Your turn: How do
you ensure that on-the-job training sticks?

Employee Development

Employee Development

By Julie Winkle Giulioni

Julie has spent the past 25 years improving performance through learning. As co-founder and principal of DesignArounds, Julie leads multi-disciplinary teams that create award-winning electronic and instructor-led training. A sought-after speaker and consultant, Julie is co-author of the Amazon bestseller, Help Them Grow or Watch Them Go: Career Conversations Employees Want. To learn more, connect with Julie online or visit www.juliewinklegiulioni.com.